1 - Basic-Leadership-Skills

Basic Leadership
Skills
Venue – Dubai
Date: 7th – 18th AUGUST 2023
© ICCD Canada. All rights reserved.

Contents
Introduction to leadership skills
Career skills for a leader
People skills for a leader
Technical skills for a leader
Values and behaviors
Communication and conflict resolution skills
Leadership initiatives for achieving cultural diversity
Leadership development and succession
Case studies

Max DePree
“The
firs
to de t respons
thank fine realit ibility of a
y
leade you. In be . The last leader is
r t is
debto must bec ween the to say
r. Tha o t
t sum me a serv wo, the
an ar s up the p ant and a
tful le r
ader ogress of
”

The skills needed . . .
1 Knowing the resources of the group
2 Communicating
3 Planning
4 Controlling group performance
5 Evaluating
6 Setting examples
7 Sharing leadership
8 Counselling
9 Effective teaching
Let us look each one in detail

Knowing the resources of the group
Easy to change Difficult to change
Knowledge Skills Attitude Character
When the leader uses the Leader

knowledge and skills of group
participants to get a job done, the
participants gain experience and
improve skills. They also develop a
positive attitude toward using a skill

The art of communication for a leader
Getting information
When you look at this, it is very clearly

understood there is no attention to listening
• Pay attention and listen carefully

• Make notes and sketches
• Ask questions and repeat your understanding
of what was said

The art of communication for a leader
Giving information
Be sure others are listening before you speak

Speak slowly and clearly
Draw diagrams, if needed
Have the listeners repeat their understanding of what was said
Encourage questions
Planning
Planning is an important part of

every leader
• Consider the task and objectives. What do you want to
accomplish?
• Consider the resources—equipment, knowledge, skills, and
attitudes
• Consider the alternatives. Brainstorm.
• Reach a decision, evaluating each option
• Write the plan down and review
• Execute the plan
• Evaluate the plan
Controlling group performance
Leader
A leader influences the performance of the group and

individual participants through his or her actions. Why is
control needed?
Consider the following example
Engine Throttle
Does the engine run without a throttle?

Throttle keeps engine running itself into the
ground
Controlling group performance
Similarly, a group works together best when everybody is
headed in the same direction
If a plan is to be properly carried out, someone must lead the

effort
Control is a function that the group assigns to the leader to get

the job done
Control happens as a result of recognizing the difference

between where the group is and where the group is going
The leader is responsible for developing a plan to help the group

get to its goal

Evaluating – the leader activities
Evaluating helps measure the
performance of a group in getting a job
done and working together. It suggests
ways in which the group can improve its
performance
• Was the job
done?
• Were relationships • Was the job done
between group right?
participants helped • Was the job done
or hurt? on time?
• Was participation
equally distributed
among group
participants?
• Did the group
enjoy the activity?
• Did the group
handle conflicts
well?

Setting the example
Setting the example is probably the most important

leadership skill
It is the most effective way to show others the proper way to

conduct themselves, and is even more effective than verbal
communication
One way to think about setting the example is to imagine

yourself as part of a group and think about how you
would like your leader to act

Sharing leadership
“For a good leader

When the work is done, his aim fulfilled, they will say, ‘We
did this ourselves’
The Exploring leader wants to give team participants the
skills he or she possesses, not to use those skills in ways that
keep the team weak or dependent
He or she offers leadership opportunities to team
participants and teaches them the skills they need
Counselling
Counselling is important
1 2 3
an
To help To help
urage Explore
r
pl e s o lve To enco re
pe o u is or
s or reass reach h al
problem nti
her pote
Counselling can be effective when a person is
4 d—5 6
Confuse sn’t
ed— o r s h e doe
Undecid he
ough he or
he or sh
e have en e d i n —
a ti o n or Lock know
’ t make a in fo rm o e s n ’ t
ca n uch she d
decision ha s to o m
y a l t e rnatives
tion an
informa

How do you counsell?
Finally, let the

person decide
First, try to on a solution.
Check the
understand Third, list the The
facts. Second, list as Fourth, list the
the situation. dis- counselor’s
Paraphrase to many options advantages of
Listen advantages of role is to give
make sure you as possible the options
carefully. the options encourageme
understand
Summarize nt and
information,
not advice

Effective teaching
Effective teaching is a process to increase the knowledge, skills, and attitudes of the group and its
participants. The focus is on learning, not teaching. For teaching to be effective, learning must take place
Prov elps th ed for

that the n
Dem
Allo
Cho
i din
osin
wi n
h
ons
Eval
g a d learne e skill
g th he skil
trati skill
the g
uati
e le
isco
e
e
ng o
t
l
ng t
earn
arne
very unders
r ex
he p
ing
r to
th
pl a i
r
l
exp
roce
obje
prac
ning
erie nd
ss
ctiv
tice
nce
ta
the
es

Contents
Case studies

Understanding others
Do not try to be someone else
Do not try to change the other

person
Be patient
Be aware
Find the right situation in which to

work
If you are an introvert, then you are not
suddenly going to transform yourself into an
Build the team extrovert who is the life and soul of the party.
Under stress, people often do resort to a
second style of operation


person
Be patient Hey! Paul Come . . On . . Tom please don't make

What are you up to? me to accept this. Sorry!
Be aware
Understand how the other person’s style differs
from yours. These differences are positive.
Find the right situation in which to
work Together, you are likely to be able to achieve more
than if you operate independently
Build the team


person
Be patient
If you are highly task-focused, it can be
Be aware frustrating if some one else never talks about
critical tasks in hand. Instead, this person talks
Find the right situation in which to about people the whole time
work
Build the team

Do not try to change the other Most of us stumble into personal and
person professional relationships. We know how long
Be patient it takes to build personal relationships. We
have little time to build professional
Be aware relationships. We need to understand other
people’s styles fast so that we can influence
Find the right situation in which to them positively and quickly
work
Build the team

Do not try to change the other Warren Buffet remarked that, “when a great
person
manager joins a lousy company, it is normally
Be patient the reputation of the company that remains
intact” .
Be aware
Find the right situation in which

The same is true of work styles: You will not
to work change the style of the organization in which
you work. You need to find a way of living
Build the team with the style of your organization, or you
need a new organization

Do not try to be someone else Strong teams are diverse. Diversity does not
mean regulatory diversity and having token
person minorities decorating the cover of annual
report. It means the subtler diversity of
Be patient
building a team with complementary styles,
skills and perspectives
Be aware
Find the right situation in which

to work
Build the team

Leadership success matrix
Dreamers
Dreamers Leaders
Leaders
High
Ambition
Low
Laggards
Laggards Sleepers
Sleepers
Low High
Ability

Finding the right place at right time
Is this an organization with prospects?
A declining organization has fewer opportunities

than a growing one. Are those prospects real and
sustainable? How does the organization compare to
its peer group

Will I enjoy the work?
You only excel at what you enjoy. And you will

spend a large of your waking hours at work. So if
you are working just for the money, you will find it
tough to sustain the enthusiasm and stamina
required in the road to leadership

What will I learn?
You will learn some technical skills. But you will also need to
learn people skills and leadership skills. Are you learning the
right mix of skills to sustain the leadership journey, or are
you simply reinforcing technical skills, which will keep you at
your current level

How will this experience look on my CV?
Will other employers value the skills and experience I am

gaining, or am I locking myself into my current employer by
acquiring a very narrow set of skills and experience

Assessing your next move
Growing Do I have the right skills/cultural fit?
organization have What happened to the cohort of five
Is this organization likely to be more opportunities
a winner? why? years ago?
than static ones
• • •
• • • •
Can I see myself Will it grow and create Will I be learning Am I likely to succeed
enjoying work at this opportunities for me as it skills that will be here?
new organization? Do grows? helpful to me
I like the people and longer-term? Do
its purpose the skills give me
options or do they
tie me into one
specific career
journey

Contents
Case studies

Principles of effective delegation
Ensuring clarity over the task and the eventful success criteria.
Make the team summarize back to you what they think the task
and out comes are meant to be. Do not assume they have
understood anything until they say it back to you
Ensure
Ensuring Be available to Delegate
enough skills Be clear Show faith
Clarity help projects
and resources

Ensure people have enough skills and resources to

complete the job; do not delegate too much too soon
Ensure
and resources

Be clear about how you want to work

together (progress reports). Discuss
concerns before you stare
Ensure
and resources

Be available to help, but do not

interfere all the time when they ask
for help, ensure that they suggest
solutions so that they always learn
Ensure
and resources

Delegate meaningful projects, not

just administrivia. Stretch people
and they will rise to the challenge.
Giving away mundane jobs only
demotivates people
Ensure
and resources

Show faith and trust in the team.

Praise successes, and do not
undermine team
Ensure
and resources

Effective delegation chart
Others can do this Only I can do this
Very
Delegate- supervise and Take the lead- involve others
important
support closely so they can learn and develop
Less important Delegate- make sure you are Are you sure? Could be a
delegating more, than just the development opportunity for
rubbish someone

Maslow’s hierarchy of needs- The unauthorized, revisionist,
leadership vision
Greed
Self-actualization
Risk and
idleness
Leaving a legacy
Esteem recognition
Love belonging/earning
Safety; Job security
Physic logical
Pay and conditions
Fear © ICCD Canada. All rights reserved.

The art of coaching
The art of coaching is about helping people discover their own potential and resolve their own issues. It
is not about telling them what to do or solving all their problems for them
Instructing, telling and solving problems
Giving advice and guidance, and suggesting ideas
Giving feedback to people
Asking questions to understand the context and looking

for options
Listening, summarizing and reflecting

Coaching structure
Understand the context
• Why is this important to you

Agree the goal/purpose of the
now?
session:
• What is the situation?
• How do the other people see the
• What do you want to focus on / situation?
achieve/ review today?
• How do you know that?
• What do you/others feel about
the situation?
• What are the potential
consequences of this?

Coaching structure
Create and evaluate options:
Have you seen anything similar before?
What happened?
What choices do you have? What do others want?
What are the risks and benefits of each course of
action?

Coaching structure
Conclude
So tell me what you are going to do next?
Will any thing prevent you doing this?
Do you need any help or support?

Contents
Case studies

Writing
Write for the

reader:
Who are you writing for and
why? Ask yourself why the
reader should want to read
your document and what you
expect the reader to do as a
result of it

Writing
Tell a story:
What is the one headline you want the reader to
remember. Construct a storyline to support the reader
to remember. Construct a storyline to support the
headline.
• What is the message I need to get across?
• What is the minimum amount of information
required to support the message?

Writing
Keep it simple
Use short words and short
sentences. Remember the
ditty;
“when writing, keep it short.
A dozen words at most per
thought”

Writing
The passive and impersonal do not make a

document look business like. They make the
document boring. Make it readable instead, if
you want if to be read
MAKE IT ACTIVE

Writing
Support ass
ertions wit
h facts
If someth
ing is imp
or tant,
urgent or
strategic,
explain
why it is
impor tan
t, urgent
or strateg
ic to your
reader.

Listening
Paraphrasing: When some one talks, try paraphrasing back

to them what they said. If you get it right, the other person
will be delighted that you were listening so well. If you get it
wrong, you will quickly avoid any future misunderstandings

Listening
Asking open questions: The more open the
question, the more people talk. A closed
question gets a yes or no answer. It gives
little information and often leads to conflict.
Open question often start
‘How would you……….’,
‘Why did they’……….? or
‘what would you do it……….?’
closed questions often starts
‘Do you agree……?’ or
‘Shall we…..?’
Listening
Debriefing: After any significant meeting, spend a few

minutes debriefing with a colleague. You will both have
heard and seen different things. Together, you will get more
intelligence and feed back than if you try scribbling notes
furiously during the meeting

Presenting style
The focus of E’s
Energy
Expertise
Enjoyment
Enthusiasm
Excitement

Presenting style: tips
Throw away the script: Memorize your opening to make a

good start. Memorize your conclusion to make a good finish
Avoid complicated slide presentations:

If you have slides, the principle is to have stupid slides but a
smart presenter. The slide might have three or four key
words to help the audience anchor where you are, you
provide the commentary
Stand on the front of your feet: Weight on the back of the

foot encourages slouching and down energy
Engage the audience: Look individuals in the eye, rather

than gazing into the middle distance. Do not stare at one
person the whole time

Problem solving process and
techniques
Be clear who has the Under-

problem and the stand the
consequences of fixing it problem

techniques
Some people advocate Create

complete brainstorming. hypotheses
But if you have really
understood the
problem, the answer is
often not far away

techniques
Don’t waste time

evaluating every option.
Let the group pick the
two or three they most
want to work on
Evaluate and
select the best
hypothesis

techniques
If the previous three steps

have been completed well,
this is the easiest step. The
drill down may reveal
further, lesser problems,
which can be solved with
the some four-step process Drill down
the action
planning

Decision making
Leaders always have to make decisions in a fog of

uncertainty. In practice, they need ways to make
the decision-making process easier
Habit
Pitch a decision in a familiar frame work as a low-risk continuation or extension of
how things have been done before
Credibility
Line up credible supporters to back your idea
Anchoring
The leader needs to get in early and set the terms of the debate correctly from
the start

Negotiation process
Agree the problem
What is the common opportunity or challenge we can will each other
with?
Preview the benefits

What are the positive outcomes for each of us? What are our interests, not
just our positions?
Suggest the idea

Do not get locked into a single-point solution that invites a yes or no
response. Create room for manoeuvre
Explain how it works

Work this together so that both sides own the solution:
If both sides feel they own the solution, both sides way feel committed to it.

Negotiation process
Pre-employment objections
Work together to identify the potential pit falls and how you will
overcome them.
Reinforce the benefits

Keep your eyes on the prize. This is why you are working together.
Close
Work out exactly what the next steps and responsibilities one, and then
follow up.

Contents
Case studies

Working to Win
Visualize success:
Play to your strengths:
This is important before big,
Know what you are good at and in stressful events. Walk through
what context (occupation, company each step of the event seeing
and project) what a successful outcome looks
like, feel like, smells like and
sounds like
Create a team that

compensates for your
Think like a winner:
weaknesses:
Remember all the times you have
If you are not good at
done great things. Let your self get
accounting, rest assured
back into that frame of mind.
there are thousands of
accountants out these to help

Learning to be lucky – The 4 Ps
PPPP
Positive Outlook
Persistence
Preparatio
Practice
n
The more you The difference If you do not know Look for solutions,
practice, the luckier between failure and what you are looking not problems. Look
you get success is giving up for, you will not find for action, not
it. Know what you analysis. Be confident
want, hunt it in yourself; If you are
persistently not enthusiastic, no
one else will be
Positive leadership- Asking the right
questions
Leader mindset Follower mindset
What are some possible

solutions/options/ways forward? What went wrong?
What can I do now to regain control

and build momentum? Why have I been put in this position?
Whose support do I need and how will I Who messed up? Who is going to put
get it? this right?
What can I learn from this? How do I avoid blame?

The art of buying time
Agree the goal of the idea
• What is the problem this idea solves? For whom?
• What are the benefits if doing this? For whom?
Understand the context:
• What are the time frames?
• What support and resources will be available?
• Why are we looking at this now?
• How does this fit with our other priorities?
Create and evaluate options

• How else can this be achieved?
• What are the obstacles to success?
Conclude
What are the next steps?

Contents
Case studies

Suggestion for inspirational speaking
and writing
1 Be credible.
2 Gear your message to the listener.
3 Sell group members on the benefit of your suggestions.
4 Use heavy-impact and emotion-provoking word.
5 Use anecdotes and metaphors to communicate meaning.
6 Back up conclusions with data.
7 Minimize language errors, junk words, and vocalized pauses
8 Write crisp, clear memos, letters and reports, including a front-loaded

message.

Six basic principle of persuasion
1 LINKING
2 RECIPROCITY
3 SOCIAL PROOF
4 CONSISTENCY
5 AUTHORITY
6 SCARCITY

Non verbal communication
Non verbal communication is important because leadership involve emotion, which

words alone cannot communicate convincingly. A major component of the emotional
impact of a message is communicated nonverbally. A self-confident leader not only
speaks and writes with assurance but also projects confidence through body position,
gestures and manner of speech.

Overcoming cross- cultural
communication barriers
• Be sensitive to the fact that cross-cultural
communication barriers exists.
• Challenge your cultural assumptions.
• Show respect for all workers.
• Use straight forward language.
• Look for signs of misunderstanding when your
language is not the listener's native language.
• When the situation is appropriate, speak in the
language of people from another culture.
• Observe cross-cultural difference in etiquette.
• Do not be diverted by style, accent, or grammar.
• Be sensitive to differences in nonverbal
communication.
• Be attentive to individual differences in appearance.

Conflict management styles
1 2 3 4
Competitive style
Sharing style
Collaborative style
Avoidant style

Resolving conflict
Much of the time a leader This approach is preferable to inviting

invests in conflict each side to speak with the manage or
resolution is geared leader alone, because then each side
toward assisting others might attempt to convince the
resolve their conflict. manager that he or she is right.
A high-level managerial skill The most useful

is to help two or more group approach is to get the
member resolve conflict parties is conflict in
between or among them. confrontation and
problem solving.
Check for example in next slides

Resolving conflict
I have brought you two together I would be glad to help Stephanie if
to see if you can overcome the she ever agreed to help me. If she
problems you have about sharing has any downtime, she runs to the
the workload during a period in
Josh break room so she can chat on her
which one of you is overloaded. cell phone.
I am glad you did. Josh never

wants to help me, even I am
drowning in customer requests.
Stephanie
Leader

Resolving conflict
Stephanie Look who’s talking. I have seen you napping in
your SUV when you have downtime.
I know that the name “Josh” is related to

Both of you are joking around, but our Josh has a warm heart.
antagonistic toward each I am open to starting with a fresh state. May
other, and you look for be Josh can ask me politely the next time he
little faults to pick. needs helps.
Actually, Stephanie's not to bad. And I

Josh
know she can perform well when she
wants to. Next time. I see her needing
help, I will pitch in.
Leader
Conflict specialists Patrick S. Nugent believes that being able to intervene in the
conflicts of group members is a management skill that grows in importance.

Negotiating and bargaining
Following are several negotiation techniques leaders may need to have at their
appraisal.
D
C
A Begin with a plausible demand or offer.
B Focus on interests, not position.
C Search for the value in difference between the two sides.
B D Be sensitive to international differences in negotiating style.

Contents
Case studies

Leadership initiatives for achieving
Hold managers
cultural diversity Encourage the
accountable for Conduct diversity development of
achieving diversity. training. employee networks.
Establish minority Conduct Avoid group

recruitment, intercultural characteristics when
retention , and training. hiring for person-
mentoring program. organization fit.

Developing the multicultural organization
ra lis m a nd Low
Plu Lead
ls of int e rgroup ershi
p div
leve ersity
conflict
No identifi
cation
gap based ural
cultural id
on Full struct
Multicultural n
entity integratio
groups organization
Absence o
f
prejudice
discrimina
an d
te g ra ti on of
tion Full in t w orks
n e
inform

Global leadership skills
To get at universal needs, the global leader must satisfy three meta values
Meaningful work is another

universal motivator. As one CEO Me
a ni
said, “People will work for ng
money but die for a cause”.
In successful global
organization, function or
re
s u intrinsic motivation is an
ea
Pl important energizer.
Co
The leaders of successful m
m
un
multinational firms nurture good i ty
citizenship behavior, or the desire
to serve the common good.

Contents
Case studies

Single and double-loop learning
Chris Argyis has coined the term single-loop learning and double-loop learning.
Single-loop learning
occurs when learners
seek minimum
feedback that might
Double-loop learning is substantially confront
an in-depth type of their basic ideas or
learning that occurs actions.
when people use
feedback to confront
the validity of the goal
or the valves implicit in
the situation.

Single-loop learning vs. double-loop
learning
Single-loop
Single-loop learning
learning Double-learning
Double-learning learning
learning
“That’s interesting feedback, I will “That’s interesting feedback. It could be

keep it in mind” a wakeup call that, I am working on the
Leader wrong project. I will investigate further”.
Leader
Environment Environment

Type of leadership development program
Feed back-intensive programs
Skill-based programs
Conceptual knowledge programs
Personal growth programs
Socialization programs
Socialization programs
Coaching and psychotherapy

Evaluation
Do people who receive mentoring actually become more
effective leaders?
Do leaders who attend out door training become better team

leaders?
Does the university-based executive program improve the

decision-making skills of participants?
The evaluation of training programs is a comprehensive topic that includes such

consideration as the design of experiments and the development of accurate outcome
measures.

Evaluation through domains of impact
Competency domains have been conveniently organized into 4 types
Intrapersonal skills
Being effective with yourself, such as having good self-awareness.
Interpersonal skills
Dealing effectively with others.
Leadership skills
Influencing, inspiring and persuading others, as well as visioning and many other
capabilities.
Business skills
Cognitive skills such as planning, budgeting, forecasting, cost cutting,

running meetings, preparing reports and so forth.
Contents
Case studies

Building a Team
Joe is Maintenance Coordinator for a
public university. Joe is responsible for
all the building maintenance and
physical systems on campus. He has a
number of departments to accomplish
the assigned workload
Joe
He has an
Electrical dept. Plumbing dept. HVAC dept.
Carpentry
Painting dept.
dept.

Building a Team
Carpentry
Painting dept.
dept. Joe
The workload for Joe’s departments has

increased in the last several years as the
physical plant continues to age. Joe
requested to hire additional workers, but the
budget did not allow for it
It became apparent that Joe needed to find more

creative ways to better utilize his current resources in
order to get more accomplished

Building a Team
Joe had observed that his departments were not working
together well, or even at all, in some cases. It was common
for one department to go into a building, “fix” a problem,
and then leave a mess for the next department coming in
behind them to do their part of the work
Joe
Carpentry
Painting dept.
dept.

Building a Team
Carpentry
Painting dept.
dept.
Workers seemed to think only about maximizing the

output of their own department and finishing their own
work quickly, with little regard for the impact on other
departments and the long-term impact on the
university

Building a Team
What could Joe do to better coordinate the work of his

departments and make better use of the resources he
has, so that more work can be accomplished with the
limited budget?
Joe

Building a Team
Joe could
Have each department select a team leader to represent them
Call a meeting of all team leaders, share his budget numbers with them,
and explain that they will be expected to work together more closely
Have each team leader identify what he could do to help each of the
other departments
Continue to hold weekly meetings with team leaders so they get to know
each other better, to share information, and to hear requests from each
department for what they could use from others
Begin cross-training people in more than one trade in order to promote

sharing of available workers between functions when the workload
permits this
Now look at our next case study on ‘Poor Interpersonal skills’ and role of CFO as a leader

Poor interpersonal skills
Jennifer is the Accounting Department manager for a

regional chain of convenience stores. Jennifer is an
accounting “superstar.” She has a bachelor’s degree,
recently passed her CPA exam, and is really exceptional in
her accounting knowledge
She was so good, in fact, that she was promoted to

department manager in her previous company after only
two years on the job. She has been at her current company
for ten months

Jennifer has implemented two accounting procedural

changes that have streamlined the work and resulted in
cost savings for the company
Accounting
procedures Cost saving

Jennifer reports to the CFO, and he is concerned

about Jennifer, despite her obvious talents.
There is no denying that she has had a positive
impact, but Jennifer is not fitting in so well
Jennifer is a poor communicator and seems to

have alienated quite a few of her peers and her
employees

She is often aloof and distant, and her usual way

of motivating performance is to simply dictate
what will be done and expect compliance with
her orders
She has good ideas but has little ability to

present them well or to work as part of a team

Now, Alex is Jennifer’s CFO, and do you believe he can
coach Jennifer?
How would he approach her and what would he say?
What issues would Alex work with her on? How would he
hold Jennifer accountable for improvement on the issues
he identified?

Probably, Alex would:
Make an appointment with Jennifer to talk privately

Offer specific and detailed feedback and observations about what
he/she has seen that is of concern. Be direct but kind
Explain why her methods may be of concern and the impact they are having on others
Identify a maximum of three change goals to which Jennifer will agree
Set specific behavioral objectives and ask her to document what she does in regard to each goal
Agree to meet again (weekly?) to discuss progress
Consider assigning Jennifer an in-house mentor in another department
if available or securing the services of an outside coach to help train her
in and encourage practice of human relations skills
Let her know that her performance appraisals will reflect how she is
performing in her leadership role in addition to her accounting role
Be a good role model for building teamwork and collaboration

Summary
Basic Leadership Skills: Key learnings
• When the leader uses the knowledge and skills of group participants to get a job
done, the participants gain experience and improve skills. They also develop a
positive attitude toward using a skill.
• A leader influences the performance of the group and individual participants through
his or her actions.
• Setting the example is probably the most important leadership skill. It is the most
effective way to show others the proper way to conduct themselves, and is even
more effective than verbal communication.
• The art of coaching is about helping people discover their own potential and resolve
their own issues. It is not about telling them what to do or solving all their problems
for them.
• Non verbal communication is important because leadership involve emotion, which
words alone cannot communicate convincingly. A major component of the emotional
impact of a message is communicated nonverbally.
• A self-confident leader not only speaks and writes with assurance but also projects
confidence through body position, gestures and manner of speech.

1 - Basic-Leadership-Skills

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

1 - Basic-Leadership-Skills

Uploaded by

Copyright:

Available Formats

Basic Leadership

© ICCD Canada. All rights reserved.

Career skills for a leader

People skills for a leader

Technical skills for a leader

Values and behaviors

Communication and conflict resolution skills

Leadership initiatives for achieving cultural diversity

Leadership development and succession

© ICCD Canada. All rights reserved.

© ICCD Canada. All rights reserved.

4 Controlling group performance

Let us look each one in detail

© ICCD Canada. All rights reserved.

Knowledge Skills Attitude Character

When the leader uses the Leader

© ICCD Canada. All rights reserved.

When you look at this, it is very clearly

• Pay attention and listen carefully

© ICCD Canada. All rights reserved.

Be sure others are listening before you speak

Planning is an important part of

A leader influences the performance of the group and

Consider the following example

Does the engine run without a throttle?

If a plan is to be properly carried out, someone must lead the

Control is a function that the group assigns to the leader to get

Control happens as a result of recognizing the difference

The leader is responsible for developing a plan to help the group

© ICCD Canada. All rights reserved.

© ICCD Canada. All rights reserved.

Setting the example is probably the most important

It is the most effective way to show others the proper way to

One way to think about setting the example is to imagine

© ICCD Canada. All rights reserved.

“For a good leader

Counselling can be effective when a person is

© ICCD Canada. All rights reserved.

Finally, let the

© ICCD Canada. All rights reserved.

Prov elps th ed for

© ICCD Canada. All rights reserved.

Career skills for a leader

People skills for a leader

Technical skills for a leader

Values and behaviors

Communication and conflict resolution skills

Leadership initiatives for achieving cultural diversity

Leadership development and succession

© ICCD Canada. All rights reserved.

Do not try to be someone else

Do not try to change the other

Find the right situation in which to

© ICCD Canada. All rights reserved.

Do not try to be someone else

Do not try to change the other

Be patient Hey! Paul Come . . On . . Tom please don't make

© ICCD Canada. All rights reserved.

Do not try to be someone else

Do not try to change the other

Build the team

© ICCD Canada. All rights reserved.